2025新技术与新工作范式下企业技术投资评估体系革新报告（英）-德勤

DeloitteIneleht:New tech. New work. Your oldvalue case isn't enough.Ina radically changingtechandwork environment,organizationsneeda new calculusto select,plan,assess,and achievevaluefrom theirworkandworkforcetechinvestmentsARTICLE · 15-MIN READ - 24 MARCH 2025Deciding whether to invest in technology and which technologies to choose used to be a relatively straightforward process fororganizations, No longer.Until recently, business technology's role was mainly to automate or facilitate work, The math behind investment decisionswas simple: Paying SX to purchase and implement a new tech platform would increase efficiency by Y%, yielding ameasurable, predictable return. Today, however, many new technologies promise to augment human capabilities—offeringpotential that may outweigh the predjctability delivered by previous generations of tech.READ MORE FROM THE REPORT2025GlobalHumanCapitalTrendsThis evolution has led to a major shift i for technology investments, Our 2025 DeloitteGlobal Human Capital Trends survey (see *Methodology") found that the top [wo business case drivers for investing in newtechnologies were enabling a workforce to do more, fastest. Respondents said the most important driversare enabling workers and machines to cate value together, enabling the workforce to create new types of valuc, andimproving worker well-beingThese responses present a new reality that complicates the ROI equation, The value case for the new technology investmentsmust capture not just process efficiencies or a simple set of inputs and outputs, but also the tech's impact on less easilymeasurable results traditionally associated with human capabilities, such as innovation, ways of working, and humanperformance and outcomes. The value case also needs to account for additional investments or changes necessary to realizethe technology's promise.In the face of a changing tech and work landscape with a myriad of new work and workforce technologies emerging daily,leaders likely need a new calculus to identify the metrics, approaches, and governance needed to create a value case that willrealize human and business outcomes.In short, they need a new value case for tech.Newtech+newwork=newvaluecaseLeaders are in a new normal. Instead of a few core technologies to choose from, they are faced with hundreds. Instead of ahandful of use cases, they are presented with dozens—often in the same platform, with overlapping use cases across theboard, Instead of single functional stakeholders and owners of technology, tech is now owned across multiple functions andstakeholders, And perhaps most importantly, many emerging technologies now enable organizations to create altogether newways of working, instead of just enabling existing processes to be done faster or cheaper (figure 1).Figure1WorkandworkforcetechvaluecasesIn the pastNow and in the futureFour tofive tech playersHundreds of tech playersTwo to three use casesDozens of use casesROI driven by automation, labor BavingsROI dri